Sherine Baby

I am a experianced Medical and Surgical Nurse currently employed at Wythenshawe Hospital. I obtained my nursing qualification in September 2010 and received my NMC registration in March 2019. My professional background encompasses experience in A&E, Rheumatology, ENT, Urology, General Surgery, and Plastics, which has allowed me to cultivate a diverse skill set over the years. I consistently uphold the trust's values to provide exceptional healthcare. My exposure to various clinical settings has not only enhanced my clinical expertise but also bolstered my confidence in leadership and communication, which are crucial for delivering quality patient care. I have actively pursued professional development by participating in relevant training programs, including the Band 7 development day and the EHW leadership programme, am driven by a desire to learn and embrace new challenges, adopting a goal-oriented approach with a Charismatic and Democratic leadership style while guiding my team. My organizational abilities and prioritization skills ensure that I complete tasks within established timelines.

Since I have taken the position of ward manager in 2024, the ward had bronze on their accreditation. The ward faced challenges with falls, pressure ulcers, and various communication issues. To address these, I initiated an action plan for the ward. Over the past year, I have implemented several initiatives, including a return to basic nursing care, a falls IQP, and an IQP focused on pressure ulcers. As a result, we successfully reduced the number of falls from 10 per month to less than 5 in a month. Additionally, in 2025, the ward recorded only 2 MFT-acquired pressure ulcers.

Another significant concern was communication. To improve this, I collaborated with the trust's patient experience team and established a senior monthly MDT meeting that includes the consultant, pharmacy lead, physiotherapy lead, divisional director, and ward manager. Consequently, the number of complaints related to communication has significantly decreased, with the last complaint I received regarding communication being six months ago. Following the recent accreditation, I achieved a silver on my last accreditation and the HON who conducted the accreditation personally visited the ward to provide feedback, citing me as an example for other areas to illustrate my leadership style and how I have utilized data to drive change and improvement. Currently My focus on the ward is on fluid balance where in last month we could bring overall percentage to 85 from 65.

I am very resilient in stressful situations. On the day of my accreditation, when I arrived at the ward, it was not in a condition for entry; there were shards of glass scattered everywhere, and all the doors and windows were broken. The observation machines were broken, the defibrillator was broken and inside my nurses station, and my nurses and care support workers were in tears and panicking, while patients were complaining and shouting.When I arrived at the ward at 6:30 AM, my staff expressed a sense of security, which was their feedback. All of this chaos had arisen due to a complex patient. I maintained my strength and resilience; first, I held a debriefing session with my staff, apologized to all the patients in the ward, and spoke with the families of the patients. On the same day, the accreditation team arrived and asked if I want them to step back and come another day , but I remained composed and encouraged them to proceed. For this, I received appreciation from the Deputy Director of Nursing and the Deputy Director of Nursing and my team was extremely grateful to me for allowing the accreditation team to conduct their assessment during such a challenging shift in the ward.

My most significant challenge at the end of 2025 was to have 7 newly qualified nurses along with 3 CSWs, and I successfully developed a learning plan to meet all their needs, for this I have received loads of appreciation from my senior leadership team.

I oversee my team's activities to ensure they meet the established standards at local, Trust, or national levels. I take a leadership role in discharge planning, ensuring compliance with Trust standards. I monitor the actions of those to whom patient care responsibilities have been delegated and lead the assessment of agreed care standards. I represent clinical issues at directorate meetings and fulfil the mandatory competencies of the Trust by attending all required updates. I demonstrate supervisory skills within my area of responsibility and utilize the Trust's Policies, Procedures, and Guidelines, contributing to their development. I consistently exhibit effective leadership and plan the efficient use of resources in line with the agreed budgets. I manage the Unit budget appropriately, maintain budgetary balance, and produce accurate reports in the event of overspending. I ensure that the philosophy of multidisciplinary teamwork is upheld in my area of responsibility, acting as a change agent and proactively addressing service needs while contributing to the management of the Directorate as needed, such as serving as a bleep holder.